A program that provides special care for people who are near the end of life and for their families, either at home, in freestanding facilities, or within hospitals. (www.stjude.org/glossary)
An approach that improves the quality of life of patients and their families facing the problems associate with life threatening illness, through the prevention and relief of suffering by means of early identification and impeccable assessment and treatment of pain and other problems, physical, psychosocial and spiritual.
(World Health Organisation)
Secondary data is data that has already been collected for some purpose in the past (Sargeant (2005: 75).
Primary research involves collecting new data specifically for the purpose of answering the questions posed be the current research objectives (Sargeant (2005: 76).
An analytical framework, which categorises environmental influences into political, economic, social, technological and legal issues (Johnson and Scholes, 2002: 65).
After the completion of internal and external research, an analysis of the organisation’s Strengths, Weaknesses, Opportunities and Threats was completed in order to summarise the key issues most likely to impact on strategy development (Johnson and Scholes, 2002: 102).
A gantt chart is a bar chart that depicts activities as blocks over time. The beginning and end of the block correspond to the beginning and end date of the activity. (tenstep.com/open/miscpages/90.1Glossary.htm)
Visual representation of the marketing plans implementation
Hospice care is provided free of charge and is open to all. Each year around 250,000 patients benefit from hospice care (helpthehospices.com). The great majority of hospices are independent or local charities, however the NHS and large charities like Marie Curie Cancer Care and Sue Ryder also provide hospice care. SAH is the largest adult hospice in the UK with 66 Inpatient beds (sah.org.uk).
This report will focus on the adult palliative care provided by SAH proposing a marketing strategy to take the organisation forward. The report will outline a situational analysis of SAH looking into the external and internal factors affecting the organisation. Both primary and secondary research will be used to support this analysis. This plan will then identify problem areas within the current organisations and proposed a marketing strategy to tackle these areas fro the organisation. The report will consider the elements off the service marketing mix before highlighting the implications of the proposed strategy.
The structure of this marketing plan is based on Andreasen and Kotler (2003: 66) model of strategic marketing for Non-Profit Organisations (See Figure 1). This report will first consider the data collection techniques used.
Figure 1 – Adapted: Model of strategic marketing for Non-Profit Organisations (Source) Andreasen and Kotler (2003: 66)
3.0 Data Collection
3.1 Research objectives
The objectives of the research will be to highlight a situational analysis for SAH.
With regards to the collection of data this report has taken a funnel approach (See Figure 2). This method will allow for potential gaps in the research to be identified and as a result further research can be conducted
Figure 2 – Data collection method
This report will initially target secondary data using the mediums highlighted in Figure 3. The mediums have been selected as they will identify a wide field of research material with which to present a complete analysis
Figure 3 – Secondary Data Collection Methods
Primary data in the form of a telephone interview (See Appendix 1) will be used to provide qualitative data on the organisation. This research will focus on the internal aspects of the organisation, giving insights into areas such organisational culture/ethos, structure, key publics and the current marketing techniques being used. This research will be backed up by a small scale survey (See Appendix 2) to answer any subsequent questions following the interview.
The data collected will be used to support and justify the proposed marketing strategy.
4.0 External Environment Analysis
This analysis will allow for synergies to be developed that will lay the foundations for the proposed strategy. The external environment will be broken down into two areas covering the macro environment and the organisational specific environmental factors (See Figure 4).
Figure 4 – External Environmental Analysis (Source) Chew, 2005-2006) Tutorial Week 2
4.1 Macro Environmental Analysis
A Pest analysis has been used to analysis the macro environmental factors affecting SAH (See Figure 5 and 6). A summary for each element is provided below.
‘Department of Trade and Industry’s Work and Families Bill’ – which will extend the right to request flexible working to carers of adults from April 2007. (helpthehospice.com)
From 2008/9 the Government plans to introduce ‘Payment By Results’ to palliative hospice care. (helpthehospice.com)
The ‘right to a good death’ conclusion following the Government report into the provision of care for the dying 2004. (ageconcern.org.uk)
NHS increasing the contributions to palliative care to 34% from 29% in 2001. (helpthehospices.com)
Hospice income was boosted in 2001 when the Government decided to contribute an additional ï¿½50m per annum to specialist palliative care services. (dh.gov.uk)
In 2004 The End of Life Care Initiative allocated ï¿½12m over 3 years to ‘skilling-up’ health professionals in palliative care, specifically targeting cancer suffers. (news.bbc.co.uk)
The ‘Assisted Dying for The Terminally Ill Bill 2004’ is at present not being incorporated into palliative care. (helpthehospices.com)
UK charities are entitled to 28% tax reclaim from the Inland Revenue on every ï¿½1 donated by UK taxpayers.
GDP per capita within the UK 2005 owing at a rate of 1.8%. (statistics.gov.uk)
Inflation rate 2005 – 2.2% (statistics.gov.uk)
The employment rate for people of working age was 74.5% for the three months ending in December 2005, down from 74.9% both over the quarter and over the year. (statistics.gov.uk)
A select group of MPs claim the voluntary sector pays ï¿½400m in VAT every year. (bbc.co.uk)
Figure 5 – PEST Analysis
Government legislation over the last 5 years has impacted the hospice movement in terms of both financial and regulatory issues. Contributions from the Govt have increased, however the ‘Payment By Results’ proposals must be taken into account for any proposed strategic plans taking SAH forward.
The 28% tax reclaim on every ï¿½1spent by UK tax payers will mean a boosts in income that will increase the potential spending of SAH. Inflation, unemployment and interests figures represent no major significant changes however one area of issue is the VAT that non-profit charities are currently paying. This issue is currently being lobbied by a number of MP’s and again if successful will free up some much needed resources for SAH
The e-bay effect has affected contributions to charities. (Chew 2005-06 lecture 4)
Current pension issues will affect future volunteer resources as highlighted in the ‘Report of the Pensions Commission’ in October 2004. People will need to work longer to fund retirement. (www.pensionscommission.org.uk)
Changing demographics, people are living longer.
Impact of the ‘baby boomers’ affecting demand and volunteer resources. (helpthehospices.com)
The median age within the UK is expected to increase by 6 years to 45 by 2010. (statistics.gov.uk)
Palliative care will always be dealing with a ‘taboo’ subject – dying. (sah.org.uk)
Top 100 companies on the London stock exchange gave 0.97% of their pre-tax profits to charities and community projects in 2004. (news.bbc.co.uk)
Women give more than men, with an average monthly donation of ï¿½13.55 in 2003 compared to ï¿½10.81 for men. Young people (16-24 year olds) are less likely to give. (statistics.gov.uk)
The growing impact of the internet as a marketing tool – building relationships with consumers through e.g. targeted DM.
Online standing orders/web donations
Figure 6 – PEST Analysis (continued)
The ageing population will increase demand for SAH and the current pension issues may well have long term implications with regards to supply of key resources, such as volunteers and donations, as people are working longer to support pensions. Corporate donations will represent a major opportunity for long term financial resources whilst the subject of palliative care is still viewed very much as a ‘taboo’ subject and any proposed plan will need to take this into consideration.
With regards to technology the internet represents the main factor in opportunities and threats to SAH.
4.2 Specific External Environmental Analysis
4.2.1 Key Publics
A public is defined by Andreasen and Kotler (2003: 76) as:
A distinct group of people, organisations, or both whose actual or potential needs must in some sense be served.
Before analysing the importance of individual publics it is first important to classify the publics in terms of functional relationship to St Ann’s (See Figure 7).
Figure 7 – The Main Publics of an Organisation (Source) Andreasen and Kotler (2003: 76)
The individual public’s relationships to SAH have been outline in Figure 8. This report will also consider the inter-relationship between the publics when proposing a strategy.
Key Public’s Relationship to SAH
Input Publics will supply original resources into St Ann’s for example financial resources coming from donors.
All the Internal Publics highlighted must be considered with regards to the implementation of any potential strategy. Internal marketing will facilitate the understanding of any proposed strategies, internalising the marketing within the mindset of the identified Key Publics.
Partner Publics to St Ann’s are a vital factor with regards to organisational strategy implementation.
* Temp agencies provide short term staff cutting recruitment costs.
* Local Media will impact relationship building with Consuming Publics.
* The McMillian nurses are a voluntary organisation providing a key resource, impacting costs and strategy implementation.
* MCC will
Changing market trends have increased the impact of the Consuming Publics to St Ann’s. The macro analysis highlighted growing choice to the consumer, St Ann’s must be proactive with regards to strategies to meet this change within the market.
Figure 8 – Key Public’s Relationship to SAH (Source) Primary Research
St Ann’s does not necessarily compete with other organisations on an enterprise specific level; however competition does exist. Sargeant (2005: 57) outlines three categories of competition;
1 Competition for Resources
2 Competition for provision of non-profit services
3 Organisations with competing missions
184.108.40.206 Competition for Resources
SAH must be aware of all non-profit organisations within the North West of England who could potentially compete for resources, both financial and human.
220.127.116.11 Competition for provision of non-profit services
SAH must be aware of direct competition for resources from hospices in and around the North West region. The North accounts for 36% of the total market in England (See Figure 9).